utives so constituted that they are not only
willing, but glad, to explain the why and the wherefore of the orders they
give. When they give the order, they are oftentimes willing to listen to
suggestions, and oftentimes to adopt them. These are men of the
deliberate, calm, reflective, rather mild type, with only a moderate
development of the crown of the head which shows a love of authority.
Oftentimes, also, they are men of the erratic, impulsive type who realize
their impulsiveness and are rather glad than otherwise to be picked up by
queries and suggestions from their subordinates. But for the man of the
positive, incisive, decided, domineering type these questions and
suggestions, this attitude which proposes that something else ought to be
done, or that the thing ought to be done in "some other way," are
exasperating in the extreme. Since this is the usual type of man to be
found in industrial business, it is not strange that so many employees,
perhaps efficient enough otherwise, fail to give satisfaction. It is
because they seemingly cannot overcome their itch to do the thing "some
other way." There is the best of all psychological reasons why every
employee should read and take to heart Elbert Hubband's "Message to
Garcia."

Over and over again, young men and young women have come to us saying: "I
wish you would tell me why I cannot hold a position. I know I do the work
well enough, but, somehow or other, I seem to be unfortunate. I have
trouble with everyone I work for and cannot remain in any one position for
very long." In practically every case the trouble has been that the young
man or the young woman did not understand the simple principles of human
nature.

HOW TO TAKE DISCIPLINE

Many sensitive souls do not understand that a wide-headed man of the bony
and muscular type, with high, retreating forehead, prominent brows, large
nose, high in the bridge, prominent teeth and mouth, and somewhat
retreating chin, is intensely energetic, practical and impatient--that he
wants to see things done--that he demands results and cannot wait for
them. He is inclined to be nervous and irritable. When things go wrong, or
he thinks they go wrong, he says things, says them with brutal frankness
and considerable vigor. He may even use profanity and call names. He is
especially impatient with and exasperated by excuses, since his passion is
for results. An excuse to him is like a red rag flaunted in a bull's face.
H